DEN201 Enterprise Architecture
In this unit, we have discussed the significance of EA as an enabler for senior executives to communicate with architects so they can formulate IT initiatives for the organisation to undertake. Additionally, these are aimed at delivering strategic competitive advantage through information technology which is implemented by the IT project team. The actors involved in this process are clearly identified and the processes, standards and artefacts associated with this effort can be easily determined. Additionally, the CSVLOD model has
been discussed in the detail since week 5 to week 9. Concepts from the CSVLOD model will be examined in-depth in this third assessment through the use of a case study.
Learning Outcomes Assessed
The following course learning outcomes are assessed by completing this assessment task:
LO1. define enterprise architecture as a capability in organisations;
LO2. restate business architecture and how to support the business to deliver strategic business outcomes;
LO4. define the capabilities required to establish an enterprise architecture practice and explore tools required to support the team;
LO6. evaluate and investigate key trends impacting organisations today and how enterprise architects respond to these trends.
Assessment Details – Case Study
Damien Mask founded Mask in 1984 in Melbourne, Australia, with $1,000 and a unique vision of how technology should be designed, manufactured and sold. More than 4.4 million customers later and with an annual IT budget of approximately $500 million per year, Mask has made an indelible mark on the computer industry—and the world. The company ships more than 1,000 systems every day to customers in 120 countries and employs 50,000 people worldwide.
Long known as one of the world’s largest manufacturers of personal computers and laptops, Mask has grown into a multi-national hardware and infrastructure provider. It also provides IT services and solutions across its branches. Rapid growth led to regionally specific expansion from country to country. Mask ended up with unique manufacturing facilities, regional order management systems, and different operating processes and systems throughout the world. Lynda Smith, Mask’s Vice President of IT Strategy, Technology & Governance, is charged with mapping out a future direction for the IT giant, with a three-year roadmap driven by Mask’s Enterprise Architecture (EA) team. At an enterprise level this roadmap includes five major programs, each of which involves investments in the tens of millions of dollars—and, in some cases, hundreds of millions of dollars.Some examples of these programs include: Global Quote to Cash, Global Service Delivery, Solution Selling, Global Manufacturing Execution, and Recurring and Usage based transactions.
SAP is providing executive guidance for this transformative journey, working closely with Smith and her enterprise architects to establish a long-term view of the requisite processes, systems and technologies. Individual projects are undertaken to build general-purpose capabilities, not merely to fulfill immediate needs.
The Melbourne Branch has been operating with a legacy Customer Relationship Management (CRM) system and the system is not integrated with its Billing System. Currently, customer representatives must manually input customer information into the Billing System so that customers can be sent an Electronic bill. The CRM and Billing Systems are connected to a legacy database management system that runs on a Legacy Server.
The EA team is responsible for designing the future data, application, and infrastructure components of Enterprise. The current application and data architecture for Mask is shown below.
1. Discuss the business problems of Mask that led to him forming an Enterprise Architecture Program? (10 Marks)
2. Discuss the CSVLOD model and its relevance to this Business context? (20 Marks)
3. Demonstrate how the CSVLOD model could be applied to this context and describe how it can help facilitate Business and IT Strategic Alignment? (20 Marks)
4. Discuss the expected Business Benefits for the organisation? (10 Marks)
5. Provide an ideal solution road map that you would apply to the Melbourne branch? Explain your solution with the appropriate citations. (30 Marks)
Note: Presentation and Referencing (Harvard Referencing Style) (10 Marks)
All reports must use Harvard referencing style.
A passing grade will be awarded to assignments adequately addressing all assessment criteria. Higher grades require better quality and more effort. For example, a minimum is set on the wider reading required. A student reading vastly more than this minimum will be better prepared to discuss the issues in depth and consequently their report is likely to be of a higher quality. So before submitting, please read through the assessment criteria very carefully.